improving sector and thematic reporting · healthy reporting. quality of information and its proper...
TRANSCRIPT
Knowledge Solutions
November 2009 | 67
Communities of practice have become
an accepted part of organizational
development. Learning
organizations build and leverage them
with effect. To reach their potential, much as other bodies, they
stand to gain from healthy reporting.
Quality of information and its proper
presentation enable stakeholders to make sound and reasonable
assessments of performance, and take
appropriate action.
Improving Sector and Thematic ReportingBy Olivier Serrat
Background On 31 July 2009, Haruhiko Kuroda—ADB President and concurrent Chair of ADB’s Board of Directors—approved Enhancing Knowledge Management Under ADB’s Strategy 2020,1 a plan of action to advance the knowledge management agenda under Strategy 2020: The Long-Term Strategic Framework of the Asian Development Bank (2008–2020).2
Four pillars support the plan: (i) sharpening the knowledge focus in ADB’s operations, (ii) empowering the communities of practice (CoPs) hosted by ADB, (iii) strengthening external knowledge partnerships, and (iv) further enhancing staff learning and skills development. The four pillars are closely related: the set of actions/outputs that make up the first focuses on adding value to ADB’s operations in its developing member countries; the other three sets deal with how that might be achieved.
These Knowledge Solutions showcase the revised guidelines for sector and thematic reporting that ADB then approved on 6 October 2009 to empower the CoPs it hosts. ADB, as a learning organization, must build CoPs and leverage them effectively to improve the quality of its operations, eventually in the interest of its developing member countries. A coherent set of directional documents is a prerequisite to this, and the new guidelines constitute a practical, incremental, and forward-looking move in that direction.
Seeking, Giving, and Using FeedbackFeedback is a circular causal process whereby some portion of a system’s output is returned to the input to control dynamic behavior. In ADB, good feedback from CoPs is essential to realize their potential as collaboration mechanisms.
The revised guidelines for sector and thematic reporting by ADB’s CoPs forged a new direction. The rationale was to (i) introduce principles of good reporting based on
1 ADB. 2009. Enhancing Knowledge Management Strategies. Manila. Available: www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdf
2 Available: www.adb.org/documents/policies/strategy2020/strategy2020.pdf
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2
accuracy, transparency, and economy of knowledge sharing; (ii) provide guidance on key elements of reporting for organizational performance, including the use of knowledge management metrics; (iii) present, to support coordination, a composite picture of the progress of work on sector and thematic priorities to inform management systems in ADB, including the annual Development Effectiveness Reviews3 and Work Program and Budget Framework papers, as well as the Annual Administrative and Capital Budget exercises; and (iv) assess the performance of CoPs, without duplicating data reports generated by the operations departments. The guidelines are flexible to the varying needs of each sector and theme.
Figure: Adding Value to ADB’s Operations
3 Available: www.adb.org/documents/reports/development-effectiveness-review/default.asp
Knowledge-EnrichedOperations
Sector and ThematicOperations
Agriculture, Rural Development, and Food SecurityEducation
EnergyEnvironment
Financial Sector DevelopmentGender and Social Development
Governance and Public ManagementHealth
Regional Cooperation and IntegrationTransport
UrbanWater
When you wish to instruct, be brief; that men’s minds take in quickly what you say, learn its lesson, and retain it faithfully. Every word that is unnecessary only pours over the side of a brimming mind.
—Cicero
The pen is the tongue of the mind.—Miguel de Cervantes
If you would not be forgotten as soon as you are dead, either write things worth reading or do things worth writing.
—Benjamin Franklin
I believe more in the scissors than I do in the pencil.—Truman Capote
Improving Sector and Thematic Reporting
3
Box: Guidelines for Sector and Thematic Reporting
Introduction
Sector and thematic reporting is part of a comprehensive monitoring system at regional, country, program, project, sector, thematic, and institutional levels. Over the years, from 2005, the CoPs hosted by ADB have developed to support the sectoral and thematic effectiveness of ADB’s operations.4
Exhibit: Archetypal Functions of Communities of Practice
Filtering. Organizing and managing information that is worth paying attention to.
Amplifying. Taking new, little-known, or little-understood ideas, giving them weight, and making them more widely understood.
Investing and Providing. Offering a means to give members the resources they need to carry out their main activities.
Convening. Bringing together different, distinct people or groups of people.
Community Building. Promoting and sustaining the values and standards of individuals or organizations.
Learning and Facilitating. Helping members carry out their activities more efficiently and effectively.
Source: Adapted from Ben Ramalingam, Enrique Mendizabal, and Ed Schenkenberg van Mierop. 2008. Strengthening Humanitarian Networks: Applying the Network Functions Approach. ODI Background Note. Overseas Development Institute. Available: www.odi.org.uk/publications/background-notes/2008/humanitarian-network-functions-approach.pdf
Enhancing Knowledge Management under Strategy: Proposed Plan of Action (2009–2011),5 approved on 31 July 2009, emphasizes the need to empower CoPs explaining that ADB, as a learning organization, must build CoPs and leverage them effectively to improve the quality of its operations. Good reporting by CoPs is essential to make the most of their potential as collaboration mechanisms and thereby maximize ADB’s development impact, ultimately to the benefit of its clients, partners, and audiences. First, CoPs should be able to clearly present what in their views are key issues that ADB should focus on in terms of strategic studies and new business initiatives. Second, they should be able to distill and synthesize for wider institutional learning what ADB has learned from its sector and thematic operations. Third, flowing from the above, they should be able to demonstrate how ADB’s sector and thematic operations have contributed to achieving development effectiveness. In this sense, reporting by CoPs should be seen as integral to overall reporting on that.
To better accomplish their functions under Strategy 2020: The Long-Term Strategic Framework of the Asian Development Bank (2008–2020),6 the guidelines on sector and thematic level reporting are hereby revised to ensure focus on crucial areas and coverage of assessments and results in high-quality, reader-friendly reports that will inform the annual Development Effectiveness Reviews7 and Work Program and Budget Framework papers. The following suggests what sector and thematic level reporting is included, yet acknowledges that it should be adapted to the particular needs of each sector and theme. In the guidelines, CoPs are taken to mean the larger communities of interest and practice of which formal sector and thematic committees are a functional subset.
4 ADB. 2009. In Focus Series: Communities of Practice. Manila. Available: www.adb.org/media/infocus/2009/communities-practice.asp5 ADB. 2009. Enhancing Knowledge Management Strategies. Manila. Available: www.adb.org/documents/information/knowledge-
solutions/enhancing-knowledge-management-strategies.pdf6 Available: www.adb.org/documents/policies/strategy2020/strategy2020.pdf7 Available: www.adb.org/documents/reports/development-effectiveness-review/default.asp
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Strategic Focus of ReportsSector and thematic reports would track the progress of broader results in terms of outputs and outcomes, and present succinct “value” and “impact” stories that illustrate challenges and accomplishments in the domain of each CoP.8 Departmental results, aspects of ADB’s corporate results framework, and Millennium Development Goals (MDG) results aligning with a particular sector and theme would be considered. Management and staff would use the reports as key internal monitoring and evaluation documents that guide the activities of CoPs to strengthen sector and thematic performance in ADB’s operations. They might also be disseminated externally in a form that appeals to the public.
Focal Points for ReportsIn consultation with the respective CoP, the lead/principal specialist assigned by the Budget, Personnel, and Management Systems Department (BPMSD) would be responsible for coordinating and preparing triennial (Section I) sector and thematic reports and participating in monitoring and evaluating progress (Section II). A community convenor, chosen by CoP members (and who may not necessarily be the lead/principal specialist assigned by BPMSD), would be responsible, working collaboratively with CoP members and the lead/principal sector specialist, for preparing annual reports focusing on the CoP (Section II).9
List of Sectors and ThemesThe sectors and themes to be monitored and reported on would follow the list in the updated classification system (Annex I). Each sector report would include thematic mainstreaming as an important aspect. Likewise, thematic reports would indicate the progress of sector-wise mainstreaming as appropriate.
Period and PeriodicityFull reports would be written every 3 years, with an annual update on the progress, activities, and plans of corresponding CoPs prepared collaboratively by the CoPs. Annex I lists the years of the next reports. Annual reports would be due by the end of the third quarter of each year to feed into the Annual Administrative and Capital Budget exercises. Triennial reports would be due at the end of the first quarter to feed the annual Development Effectiveness Reviews and Work Program and Budget Framework papers. They might also inform ADB’s annual meeting.
Figure: Coincidence of Sector and Thematic Reports with ADB MilestonesAnnual
Development Effectiveness
Review
Forum on Learning
TriennialSector and Thematic Reports
ADB Annual Meeting
Work Program and Budget Framework
Annual Sector and Thematic Reports
Annual Administrative
and Capital Budget Exercise
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
ADB Milestones
Sector and Thematic Reports
8 See www.adb.org/mfdr/default.asp. To note, ADB’s Managing for Development Results framework requires regional departments to consolidate sector and thematic reporting of outputs and outcomes. However, the executive and operations dashboards allow management and staff access to basic data on performance of sectors/themes by division, country, department, and ADB-wide. Hence, it is no longer necessary to include such data in sector and thematic reports. Notwithstanding, during the preparation process, these sources should be consulted and analyzed to inform content.
9 Where no CoP exists or functions, the lead/principal specialist prepares both sections. However, Section II would likely be truncated.
Improving Sector and Thematic Reporting
5
ContentThough not prepared together each year, the two sections are mutually supportive. Section I contains priority strategic directions and broad results evaluation, while Section II looks at good practice and lessons more specifically. Planning and budgeting in Section II will be able to draw from analysis and conclusions of Section I.
Section I: Performance of Sector and Theme in ADB’s Operations (every 3 years) would be limited to 30 pages of main text. Each report would have a core narrative, as suggested by Section I focusing on strategic directions and results evaluation. It might be usefully informed by discussions at retreats and regular peer gatherings. Apart from this, there could be a focus on special areas of interest that arose during the period reported against, placed in an appendix. Another appendix could contain brief “value” and “impact” stories illustrating the findings of the report with direct experience. Annex II provides a recommended tool, namely, a scorecard to summarize the performance of a sector and theme in ADB’s operations.
Section II: Assessing the Performance of CoPs (annual update) would be limited to 15 pages of main text and aim, principally, to demonstrate the contributions of CoPs with good practices and lessons. This section would include a plan of activities with estimated budget figures. It might be usefully informed by annual surveys of the perceptions of CoP members, themselves informed by or building on the results of the 2009 Survey of the CoPs Hosted by ADB,10 and those of the annual Most Admired Knowledge Enterprise survey that ADB conducts. Annex III provides a recommended tool, namely, a sample scorecard with which to summarize CoP performance. The CoPs must meaningfully adapt the format of Section II and the scorecard tools to ensure the report is useful to both the CoPs and to Management.
MethodsThe reporting process would generally begin by consulting CoP members on the task at hand and seeking performance information about both the sector and theme and the CoP. Rather than limiting the information to descriptive data, eliciting “value” and “impact” stories from CoP members and other interested parties would give Management and staff a better picture of work in the sector and theme. Reviewing key documents and identifying trends across the sector or theme can be useful. Trends and patterns in the quantitative data on sectors and themes from ADB’s information management system can be interpreted at different levels of operation. Informal interviews could be conducted with CoP members and with Management. However, the most beneficial approach would be to gather CoP participants together for a planning/evaluation session to interpret findings and discuss lessons around key issues in the sector and theme and what activities the CoP can undertake to support change. This group might also choose a unifying focus for the report as it emerges from deliberation. Many tools and metrics support these processes including Strengths, Weaknesses, Opportunities, and Threats (SWOT), outcome mapping, appreciative inquiry, search conferences, and the like (see scorecards in Annex II and Annex III).11
Report RecommendationsReports will often include recommendations to point to a direction in which positive changes can be made. When a recommendation is made, it should be (i) fully supported by and flow from the associated observations and conclusions, (ii) aimed at correcting the underlying causes of the deficiency, and (iii) directed specifically at the entity or entities with the responsibility to act on it. A recommendation should be clearly stated. It should be (i) succinct, straightforward, and contain enough detail to make sense on its own; (ii) broadly stated (stating what needs to be done while leaving the specifics of how to do it to entity officials); and (iii) positive in tone and content. Crucially, a recommendation should also be action-oriented. It should be (i) practical (able to be implemented in a reasonable time frame, taking into account constraints);
10 Available: www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdf11 The Knowledge Solutions series offers guidance on many related tools, methods, and approaches. Available: www.adb.org/documents/
information/knowledge-solutions/default.asp. For guidance on CoPs, for example, see ADB. 2008. Building Communities of Practice. Available: www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdf
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(ii) cost-effective (the benefits of implementing it will outweigh the costs); (iii) efficient (optimizing the use of resources); (iv) results-oriented (giving some indication of what the intended outcome is, ideally in measurable terms); and (v) able to be followed up (the originating entity will be able to determine whether it has been acted upon).
Management Forum and ResponsesFeedback is a circular causal process whereby some portion of a system’s output is returned to the input to control dynamic behavior. Good feedback by the CoPs hosted by ADB is essential to make the most of their potential as collaboration mechanisms and thereby maximize ADB’s development impact, ultimately to the benefit of its clients, partners, and audiences. Management responses to reports are likewise necessary. Upon release of triennial reports the lead/principal specialist should schedule an informal session with Management to discuss the report’s findings and recommendations. Members of the relevant CoP should be invited to participate.
Such interaction can help clarify understanding and motivate CoP members to move forward with action. Similarly, the annual reports (Section II) should be discussed with relevant managers in a constructive CoP-led open forum upon release. All reports would be coursed to the Vice Presidency for Knowledge Management and Sustainable Development (VP-KM&SD) through the Director General, Regional and Sustainable Development Department (DG, RSDD) or, as the case may be, through Head, Office of Regional Economic Integration. (New CoPs, hosted by other offices and departments, would course their reports to VP-KM&SD through relevant heads.) Management would meet the initiating CoP and/or relevant offices and departments, consider the highlights of reports, and provide guidance on recommendations. Beyond Management, the reports should be made available to all staff on the intranet and announced in ADB Today. The reports may lead to additional discussions, brown-bag seminars, or other interactive means to explore issues raised.
Resource ImplicationsResource requirements of up to two-and-a-half (2.5) person-months of professional staff and two-and-a-half (2.5) person-months of consulting services would be required to prepare a full report for each sector and theme, as the guidelines propose, every 3 years. Annual updates could be completed with 2 weeks of consulting services through a facilitated retreat for CoP members, with the results consolidated in a report. Based on these estimates and the current number of sectors and themes, the total revised resource needs for implementing this reporting program is about 22 person-months of professional staff12 and 22 months of consulting services per year.
OthersAnnex IV articulates ways to empower the CoPs hosted by ADB for better knowledge generation and sharing.
12 This level of staff effort may not be uniform. A large CoP, such as the Water Group, may involve many more professional staff hours in participatory consultation than a smaller, less active CoP. This is not a problem if we assume the investment to deliver a commensurately higher benefit in return in terms of ownership and participation in the sector or theme.
Improving Sector and Thematic Reporting
7
Sect
or a
nd T
hem
atic
Rep
orts
: Sug
gest
ed13
Out
line
of C
onte
nts f
or
Sect
ion
I: P
erfo
rman
ce o
f Sec
tors
and
The
mes
in A
DB
’s O
pera
tions
(eve
ry 3
yea
rs)
Subj
ect a
nd G
uidi
ng Q
uest
ions
Indi
cato
r/M
etho
d of
Ass
essm
ent
Sour
ce o
f Dat
a/M
etho
d of
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dbac
k
Exe
cutiv
e Su
mm
ary
and
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Mes
sage
s to
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agem
ent
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oduc
tion
Perio
d co
vere
dR
elev
ant b
ackg
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nTa
rget
aud
ienc
eSt
ruct
ure
of th
e re
port
Not
app
licab
le.
Not
app
licab
le.
Reg
iona
l Tre
nds i
n th
e C
once
rned
Sec
tor
and
The
mat
ic A
rea
Stat
us a
nd o
utlo
ok o
f the
sect
or a
nd th
emat
ic a
rea
How
has
AD
B’s
wor
k in
this
sect
or a
nd th
eme
cont
ribut
ed to
(i) a
chie
ving
rela
ted
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Gs?
(whe
re a
pplic
able
)(ii
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ievi
ng L
evel
1 re
gion
al o
utco
mes
in A
DB
’s C
orpo
rate
R
esul
ts F
ram
ewor
k?
(iii)
supp
ortin
g St
rate
gy 2
020?
CoP
del
iber
atio
ns;
MD
G in
dica
tors
(as a
pplic
able
); pr
oxy
indi
cato
rs (f
or
CPS
s); R
SDD
ass
essm
ents
; Po
rtfol
io a
naly
sis f
or im
pact
and
out
com
e co
ntrib
utio
ns o
f sec
tor a
nd th
emat
ic a
ctiv
ities
to
Stra
tegy
202
0, p
artic
ular
ly o
n (i)
vis
ion
(an
Asi
a an
d Pa
cific
regi
on fr
ee o
f pov
erty
); (ii
) stra
tegi
c ag
enda
(inc
lusi
ve e
cono
mic
gro
wth
, en
viro
nmen
tally
sust
aina
ble
grow
th, r
egio
nal
inte
grat
ion)
; and
(ii
i) dr
iver
s of c
hang
e (p
rivat
e se
ctor
dev
elop
men
t an
d pr
ivat
e se
ctor
ope
ratio
ns, g
ood
gove
rnan
ce a
nd
capa
city
dev
elop
men
t, ge
nder
equ
ity, k
now
ledg
e so
lutio
ns, p
artn
ersh
ips)
.
Reg
iona
l MD
G re
ports
, Key
Indi
cato
rs fo
r Asi
a an
d th
e Pa
cific
, RC
PS d
ocum
ents
, rep
orts
of b
ilate
ral
and
mul
tilat
eral
age
ncie
s, da
ta fr
om c
ount
ry
sour
ces,
CPS
s, et
c.
13
Both
form
at a
nd c
onte
nt a
re fl
exib
le a
nd n
eed
to b
e ad
apte
d (a
nd s
peci
fied)
to
each
sec
tor
or t
hem
e.
Knowledge Solutions
8
Subj
ect a
nd G
uidi
ng Q
uest
ions
Indi
cato
r/M
etho
d of
Ass
essm
ent
Sour
ce o
f Dat
a/M
etho
d of
Fee
dbac
k
Con
trib
utio
ns to
Sec
tor
and
The
mat
ic P
olic
y an
d St
rate
gy1
Con
tribu
tion
to k
ey e
lem
ents
of s
ecto
r and
them
atic
pol
icy
or st
rate
gy (s
peci
fy e
xam
ples
), ac
tion
plan
s and
thei
r ac
hiev
emen
ts, a
nd d
eter
min
ing
whe
ther
revi
ew is
nec
essa
ryR
ole
of A
DB
kno
wle
dge
prod
ucts
in th
e se
ctor
and
them
eC
ross
cutti
ng e
fforts
with
oth
er se
ctor
s and
them
esM
ains
tream
ing
them
es in
sect
ors
RSD
D /
Com
mitt
ee /
CoP
ass
essm
ents
AD
B st
rate
gy a
nd p
olic
y up
date
s, TA
repo
rts,
TCR
s, R
RPs
, PC
Rs,
PER
s, C
PS c
ompl
etio
n re
ports
, C
APE
s, sp
ecia
l eva
luat
ion
stud
ies,
etc.
Con
trib
utio
ns to
Reg
iona
l and
Sub
regi
onal
Coo
pera
tionC
ontr
ibut
ions
to R
egio
nal a
nd S
ubre
gion
al C
oope
ratio
n
Con
tribu
tion
of se
ctor
and
them
e to
RC
PSR
egio
nal a
ctiv
ities
con
duct
ed p
er se
ctor
and
them
atic
are
aC
oP d
elib
erat
ions
Con
tribu
tion
to R
CPS
out
com
esA
sses
smen
t of r
egio
nal a
ctiv
ities
Reg
iona
l MD
G re
ports
, Asi
a Ec
onom
ic M
onito
r re
ports
, RC
PS d
ocum
ents
, MIS
dat
a, re
ports
from
re
gion
al d
epar
tmen
ts o
n re
gion
al a
ctiv
ities
, RSD
D,
etc.
Con
trib
utio
ns to
Cou
ntry
-Lev
el O
pera
tions
(Inc
lusi
ve E
cono
mic
Gro
wth
, Env
iron
men
tally
Sus
tain
able
Gro
wth
, Reg
iona
l Int
egra
tion)
How
has
AD
B’s
wor
k in
this
sect
or a
nd th
eme
cont
ribut
ed to
(i) o
utco
mes
in A
DB
’s C
orpo
rate
Res
ults
Fra
mew
ork
[cou
ntry
out
com
es];
(ii) q
ualit
y of
sect
or a
nd th
emat
ic a
sses
smen
ts a
nd ro
ad m
aps
in C
PSs fi
naliz
ed d
urin
g th
e re
view
per
iod
• co
nfor
mity
with
sect
or a
nd th
emat
ic p
olic
ies;
• lin
kage
to C
PS o
utco
mes
and
the
thre
e pi
llars
of
the
PRS;
• co
nsis
tenc
y w
ith se
ctor
and
them
atic
ass
essm
ents
; •
dept
h, c
ompr
ehen
sive
ness
, and
dat
a qu
ality
; •
partn
ersh
ips a
nd w
ork
of o
ther
stak
ehol
ders
;(ii
i) se
ctor
and
them
atic
impl
emen
tatio
n re
cord
• co
ntrib
utio
n to
CPS
out
com
es;
• st
reng
then
ing
borr
ower
s cap
acity
in th
e se
ctor
and
th
eme;
and
•
portf
olio
per
form
ance
issu
es, i
mpl
emen
tatio
n.
CoP
del
iber
atio
nsA
sses
smen
t of C
PS d
ocum
ents
by
RSD
DSt
orie
s of i
nnov
atio
ns (p
artic
ular
ly in
pro
ject
/pro
gram
de
sign
)
Nat
iona
l MD
G re
ports
, CPS
s, C
OSO
dat
a, M
IS
data
, cou
ntry
per
form
ance
ass
essm
ents
(pov
erty
, ec
onom
ic, t
hem
atic
, and
sect
or a
sses
smen
ts),
RR
Ps,
IED
repo
rts, r
epor
ts fr
om re
gion
al d
epar
tmen
ts, e
tc.
Improving Sector and Thematic Reporting
9
Subj
ect a
nd G
uidi
ng Q
uest
ions
Indi
cato
r/M
etho
d of
Ass
essm
ent
Sour
ce o
f Dat
a/M
etho
d of
Fee
dbac
k
Part
ners
hips
Fund
ing
gene
rate
d, in
clud
ing
bila
tera
l fun
dsPa
rtici
patio
n of
NG
Os/
civi
l soc
iety
org
aniz
atio
nsH
arm
oniz
atio
n
CoP
del
iber
atio
nsG
ener
atio
n of
cofi
nanc
ing
Gen
erat
ion
of b
ilate
ral g
rant
s/fu
nds
App
rova
l of S
WA
ps
Proj
ects
with
NG
O/c
ivil
soci
ety
parti
cipa
tion
Join
t pro
ject
s/co
nfer
ence
s
MIS
dat
a, O
CO
dat
a, P
SOD
dat
a, re
ports
from
re
gion
al d
epar
tmen
ts, N
GO
Cen
ter,
repo
rts fr
om
regi
onal
dep
artm
ents
Ope
ratio
nal a
nd O
rgan
izat
iona
l Effe
ctiv
enes
sH
ow h
as A
DB
’s w
ork
in th
is se
ctor
and
them
e pe
rfor
med
ag
ains
t(i)
por
tfolio
per
form
ance
(ii) A
DB
’s C
orpo
rate
Res
ults
Fra
mew
ork
targ
ets f
or
oper
atio
nal e
ffect
iven
ess [
Leve
l 3];
and
(ii) b
udge
tary
reso
urce
s and
bus
ines
s pro
cess
es (e
ffici
ency
) [L
evel
4].
CoP
del
iber
atio
nsSp
ecifi
c pa
rticu
lar i
nves
tmen
t too
ls a
nd m
odal
ities
th
at a
re si
gnifi
cant
ly a
ffect
ing
the
sect
or a
nd th
eme
Stra
tegi
c al
ignm
ent o
f sec
tor a
nd th
eme
in p
ipel
ines
AD
B A
nnua
l Rep
orts
, Dev
elop
men
t Ef
fect
iven
ess R
evie
ws,
etc.
Hum
an R
esou
rces
Skill
s mix
and
ade
quac
y (u
se c
ompe
tenc
y fr
amew
ork
if av
aila
ble)
How
has
AD
B’s
wor
k in
this
sect
or a
nd th
eme
perf
orm
ed
agai
nst A
DB
’s C
orpo
rate
Res
ults
Fra
mew
ork
for u
se o
f hu
man
reso
urce
s [Le
vel 4
]?
CoP
del
iber
atio
nsG
aps/
surp
luse
s of s
peci
alis
t pos
ition
s in
depa
rtmen
ts2
Unfi
lled
vaca
ncie
sPe
rcen
tage
of s
peci
alis
ts w
ho c
ompl
eted
trai
ning
re
quire
men
ts
BPM
SD d
ata,
CoP
s, re
ports
from
regi
onal
de
partm
ents
, etc
.
Knowledge Solutions
10
Subj
ect a
nd G
uidi
ng Q
uest
ions
Indi
cato
r/M
etho
d of
Ass
essm
ent
Sour
ce o
f Dat
a/M
etho
d of
Fee
dbac
k
Con
clus
ions
and
Rec
omm
enda
tions
for
Futu
re A
ctiv
ities
W
hat a
re th
e co
nclu
sion
s?W
hat c
hang
es a
re re
quire
d fo
r mor
e ef
fect
ive
sect
or a
nd
them
atic
out
com
es in
the
futu
re, i
nclu
ding
(i)
key
issu
es a
nd c
onsi
dera
tions
?(ii
) rec
omm
enda
tions
abo
ut fu
ture
pro
gram
s?(ii
i) su
gges
tions
on
proj
ect q
ualit
y, a
nd q
ualit
y of
sect
or a
nd
them
atic
ass
essm
ents
and
road
map
s?(iv
) ana
lysi
s of e
xist
ing
polic
y an
d st
rate
gy a
nd d
eter
min
ing
whe
ther
revi
ew is
nec
essa
ry?
(v) h
uman
reso
urce
s and
oth
er su
gges
tions
?
CoP
del
iber
atio
nsO
vera
ll R
SDD
reco
mm
enda
tions
A
nnua
l and
trie
nnia
l rep
orts
from
CoP
s,
cons
ulta
tions
with
par
tner
s, R
SDD
, etc
.
App
endi
xes:
Val
ue S
tori
es, I
mpa
ct S
tori
es, S
peci
al T
opic
s 1
The
Inde
pend
ent
Eval
uatio
n D
epar
tmen
t ha
s de
velo
ped
a fr
amew
ork
for
asse
ssin
g th
e so
undn
ess
of a
str
ateg
y: (
i) ad
equa
cy o
f st
rate
gic
gap
anal
ysis
thr
ough
bas
elin
e in
dica
tors
and
ta
rget
s; (
ii) q
ualit
y of
sec
tor
anal
ysis
; (iii
) ad
equa
cy o
f op
tion
iden
tific
atio
n; (
iv)
inte
rnal
inte
grity
of
stra
tegy
; (v)
par
tner
ship
and
ext
erna
l con
sist
ency
; (vi
) po
sitio
ning
for
org
aniz
atio
nal
com
pete
nce
and
com
para
tive
adva
ntag
e; (v
ii) a
ccep
tabi
lity
to k
ey s
take
hold
ers;
(viii
) fea
sibi
lity
of s
trat
egy;
(ix)
bas
is fo
r st
rate
gy s
elec
tion.
2
Ass
essm
ent
of g
aps
may
req
uire
col
lect
ing
info
rmat
ion
on t
he a
ctua
l num
ber
of s
peci
alis
ts w
orki
ng in
the
spe
cial
ist
posi
tions
as
oppo
sed
to t
he n
umbe
r of
spe
cial
ists
rec
ruite
d.
BP
MS
D =
Bud
get,
Per
sonn
el, a
nd M
anag
emen
t Sys
tem
s D
epar
tmen
t, C
AP
E =
cou
ntry
ass
ista
nce
prog
ram
eva
luat
ion,
CoP
= c
omm
unity
of p
ract
ice,
CO
SO
= C
entra
l Ope
ratio
ns S
ervi
ces
Offi
ce C
PS
= c
ount
ry p
artn
ersh
ip s
trate
gy, I
ED
= In
depe
nden
t Eva
luat
ion
Dep
artm
ent,
MIS
= ,m
anag
emen
t inf
orm
atio
n sy
stem
, MD
G =
mill
enni
um d
evel
opm
ent g
oal,
NG
O =
non
gove
rnm
ent
orga
niza
tion,
OC
O =
Offi
ce o
f Cofi
nanc
ing
Ope
ratio
ns, P
CR
= p
roje
ct c
ompl
etio
n re
port,
PE
R =
pro
ject
/pro
gram
eva
luat
ion
repo
rt, P
RS
= p
over
ty re
duct
ion
stra
tegy
, RC
PS
= R
egio
nal
Coo
pera
tion
Par
tner
ship
Stra
tegy
, RR
P =
repo
rt an
d re
com
men
datio
n of
the
Pre
side
nt, R
SD
D =
Reg
iona
l and
Sus
tain
able
Dev
elop
men
t Dep
artm
ent,
SP
D =
Stra
tegy
and
Pol
icy
Dep
artm
ent,
SW
Aps
= s
ecto
r wid
e ap
proa
ches
, TA
= te
chni
cal a
ssis
tanc
e, T
CR
= te
chni
cal a
ssis
tanc
e co
mpl
etio
n re
port,
UN
= U
nite
d N
atio
ns.
Improving Sector and Thematic Reporting
11
Sect
or a
nd T
hem
atic
Rep
orts
: Sug
gest
ed14
Out
line
of C
onte
nts f
or S
ectio
n II
: Ass
essi
ng th
e Pe
rfor
man
ce o
f CoP
s (an
nual
upd
ate)
Subj
ect a
nd G
uidi
ng Q
uest
ions
Indi
cato
r/M
etho
d of
Ass
essm
ent
Sour
ce o
f Dat
a/M
etho
d of
Fee
dbac
k
Exe
cutiv
e Su
mm
ary
and
Key
Mes
sage
s to
Man
agem
ent
Intr
oduc
tion
Perio
d co
vere
dR
elev
ant b
ackg
roun
d in
form
atio
nTa
rget
aud
ienc
eSt
ruct
ure
of th
e re
port
Not
app
licab
le.
Not
app
licab
le.
Perf
orm
ance
Sco
re a
nd C
ritic
al S
ucce
ss F
acto
rs
Cus
tom
ize
indi
cato
rs a
nd e
vide
nce
for a
scor
ecar
d su
mm
ariz
ing
CoP
s’ pe
rfor
man
ce (s
ee
Ann
ex II
I).
(i) W
here
has
you
r CoP
com
e fr
om?
Whe
re is
it n
ow?
Whe
re w
ould
you
like
to b
ring
it?
Illus
trate
.(ii
) How
doe
s you
r CoP
filte
r, or
gani
ze, a
nd m
anag
e in
form
atio
n? W
hat s
houl
d th
e gr
oup
pay
atte
ntio
n to
? lll
ustra
te.
(iii)
How
doe
s you
r CoP
take
new
or u
nfam
iliar
idea
s and
hel
p pa
rtici
pant
s und
erst
and
them
? Ill
ustra
te.
(iv) H
ow d
oes y
our C
oP h
elp
parti
cipa
nts l
ocat
e or
succ
essf
ully
acq
uire
reso
urce
s to
wor
k in
thei
r sec
tor a
nd th
eme
mor
e ef
fect
ivel
y? Il
lust
rate
.(v
) How
doe
s you
r CoP
brin
g to
geth
er p
eopl
e w
ith d
iffer
ent e
xper
ienc
es o
r per
spec
tives
to
shar
e id
eas a
nd p
ract
ice?
Illu
stra
te.
(vi)
How
doe
s you
r CoP
bui
ld a
sens
e of
com
mun
ity b
ased
on
shar
ed v
alue
s and
pr
ofes
sion
al st
anda
rds?
Illu
stra
te.
(vii)
How
doe
s you
r CoP
hel
p pa
rtici
pant
s wor
k be
tter a
nd d
o th
ings
that
are
mor
e ef
fect
ive?
Illu
stra
te.
Spec
ific
to th
e pl
ans o
f the
CoP
, m
inut
es o
f mee
tings
, rec
ords
of
activ
ities
, CoP
del
iber
atio
ns
Proj
ects
, kno
wle
dge
prod
ucts
and
se
rvic
es, i
nnov
ativ
e ac
tiviti
es in
the
sect
or o
r the
mat
ic a
rea
over
the
past
ye
ar, s
urve
ys o
f CoP
s, et
c.
Kno
wle
dge
in P
ract
ice1
How
doe
s you
r CoP
eng
age
its m
embe
rs in
refle
ctio
n on
pra
ctic
e? Il
lust
rate
.D
o yo
u us
e an
y w
ays o
f hel
ping
staf
f sha
re th
eir p
ract
ical
taci
t kno
wle
dge1
with
one
ano
ther
? Ill
ustra
te.
CoP
del
iber
atio
ns, s
taff
inte
rvie
ws
Peer
ass
ists
, afte
r-act
ion
revi
ews,
retro
spec
ts, c
oach
ing
and
men
torin
g,
exit
inte
rvie
ws,
etc.
14
Bot
h fo
rmat
and
con
tent
are
flex
ible
and
nee
d to
be
adap
ted
(and
spe
cifie
d) t
o ea
ch s
ecto
r or
the
me.
Knowledge Solutions
12
Subj
ect a
nd G
uidi
ng Q
uest
ions
Indi
cato
r/M
etho
d of
Ass
essm
ent
Sour
ce o
f Dat
a/M
etho
d of
Fee
dbac
k
Con
trib
utio
ns to
Kno
wle
dge
Man
agem
ent a
nd G
ood
Prac
tices
Is y
our C
oP c
ontri
butin
g to
the
spre
ad o
f goo
d pr
actic
es in
its s
ecto
r and
them
atic
are
a th
roug
h(i)
kno
wle
dge
gene
ratio
n?(ii
) kno
wle
dge
shar
ing?
Illus
trate
.
Ass
essm
ents
of a
ll kn
owle
dge
prod
ucts
and
serv
ices
incl
udin
g ec
onom
ic a
nd se
ctor
wor
k, g
uide
lines
, to
ol k
its, e
tc.
CoP
del
iber
atio
ns, b
row
nbag
sem
inar
s, K
now
ledg
e Sh
owca
ses,
K-H
ub
pres
enta
tions
, Lea
rnin
g C
urve
s, se
ctor
an
d th
emat
ic n
ewsl
ette
rs, e
tc.
Plan
s and
Rec
omm
enda
tions
for
CoP
Foc
us a
nd A
ctiv
ities
In
ligh
t of p
ast p
erfo
rman
ce a
nd b
ased
on
the
anal
ysis
of t
he a
spec
ts h
ighl
ight
ed a
bove
an
d th
e as
sess
men
t fra
mew
ork,
wha
t cha
nges
are
requ
ired
for m
ore
effe
ctiv
e se
ctor
and
th
emat
ic C
oP o
utco
mes
in th
e fu
ture
, inc
ludi
ng(i)
reco
mm
enda
tions
abo
ut y
our C
oP’s
futu
re p
rogr
am?
(ii) s
ugge
stio
ns re
gard
ing
know
ledg
e m
anag
emen
t?
CoP
del
iber
atio
ns, g
uida
nce
of
com
mitt
ee a
nd se
ctor
and
them
atic
le
ad/p
rinci
pal s
peci
alis
t
Proj
ects
, kno
wle
dge
prod
ucts
and
se
rvic
es, i
nnov
ativ
e ac
tiviti
es in
the
sect
or o
r the
mat
ic a
rea
over
the
past
ye
ar, s
urve
ys o
f CoP
s, et
c.
App
endi
x: V
alue
Sto
ries
, Im
pact
Sto
ries
Hig
hlig
ht k
ey st
orie
s tha
t illu
stra
te th
e kn
owle
dge
gene
ratio
n an
d sh
arin
g ac
tiviti
es th
at
occu
rred
in y
our C
oP th
is p
ast y
ear
CoP
del
iber
atio
ns, s
taff
inte
rvie
ws
AD
B A
nnua
l Rep
orts
, sto
ries o
f cha
nge,
et
c.
1
Taci
t kn
owle
dge
is p
erso
naliz
ed k
now
ledg
e th
at p
eopl
e ca
rry
in t
heir
head
s. I
t is
mor
e di
ffic
ult
to f
orm
aliz
e an
d co
mm
unic
ate
than
exp
licit
know
ledg
e, b
ut c
an b
e sh
ared
thr
ough
di
scus
sion
, sto
ryte
lling
, and
per
sona
l int
erac
tions
.
CoP
= c
omm
unity
of p
ract
ice,
RS
DD
= R
egio
nal a
nd S
usta
inab
le D
evel
opm
ent D
epar
tmen
t.
Improving Sector and Thematic Reporting
13
Ann
ex I:
Upd
ated
Sec
tor
and
The
me
Cla
ssifi
catio
n Sy
stem
Sect
or R
epor
ts, S
ectio
n I:
Se
ctor
Per
form
ance
in A
DB
’s O
pera
tions
Nex
t Tri
enni
al
Rep
ort (
Q1)
Sect
or R
epor
ts, S
ectio
n II
(ann
ually
Q3)
: A
sses
sing
the
Perf
orm
ance
of C
oPs
1.
Agr
icul
ture
and
Nat
ural
Res
ourc
es20
09A
gric
ultu
re, R
ural
Dev
elop
men
t, an
d Fo
od S
ecur
ity C
oP2.
Ed
ucat
ion
2010
Educ
atio
n C
oP3.
En
ergy
2011
Ener
gy C
oP4.
Fi
nanc
e120
09–
5.
Hea
lth a
nd S
ocia
l Pro
tect
ion
2010
Hea
lth C
oP6.
In
dust
ry a
nd T
rade
220
11–
7.
Publ
ic S
ecto
r Man
agem
ent
2009
Fina
ncia
l Man
agem
ent C
oP8.
Tr
ansp
ort a
nd IC
T20
10Tr
ansp
ort C
oPIC
T C
oP9.
W
ater
Sup
ply,
San
itatio
n an
d W
aste
Man
agem
ent
2011
Wat
er C
oPU
rban
Dev
elop
men
t CoP
ICT
= in
form
atio
n an
d co
mm
unic
atio
n te
chno
logy
, NG
O =
non
gove
rnm
ent o
rgan
izat
ion.
The
mat
ic R
epor
ts, S
ectio
n I:
T
hem
atic
Per
form
ance
in A
DB
’s O
pera
tions
Nex
t Tri
enni
al
Rep
ort (
Q1)
T
hem
atic
Rep
orts
, Sec
tion
II (a
nnua
lly Q
3):
Ass
essi
ng th
e Pe
rfor
man
ce o
f CoP
s1.
C
apac
ity D
evel
opm
ent3
2009
-2.
Ec
onom
ic G
row
th20
10Po
verty
Red
uctio
n an
d In
clus
ive
Gro
wth
CoP
3.
Envi
ronm
enta
l Sus
tain
abili
ty20
11En
viro
nmen
t CoP
4.
Gen
der E
quity
2009
Gen
der C
oP5.
G
over
nanc
e20
10G
over
nanc
e C
oPN
GO
and
Civ
il So
ciet
y C
oP6.
So
cial
Dev
elop
men
t20
11So
cial
Dev
elop
men
t CoP
Res
ettle
men
t CoP
7.
Priv
ate
Sect
or D
evel
opm
ent4
2009
-8.
R
egio
nal C
oope
ratio
n an
d In
tegr
atio
n520
10-
1
No
CoP
.2
N
o C
oP.
3
Repo
rts
only
. No
CoP
or
com
mit
tee.
4
Repo
rts
only
. No
CoP
or
com
mit
tee.
5
No
CoP
.
CoP
= c
omm
unity
of p
ract
ice.
NG
O =
non
gove
rnm
ent o
rgan
izat
ion.
Knowledge Solutions
14
Annex II: Summary of Sector and Thematic Performance in ADB’s Operations15
Criteria Indicator (illustrative) Evidence (illustrative) Score
Asia and the Pacific Development Outcomes (Board of Governors Perspective)
• MDG indicator(s)• Corporate Results Framework and
other indicators• Regional cooperation• Policy and strategy
• Sector and theme contribution to the MDGs and poverty reduction in the region and subregions
• Strategic objectives, including client and audience, well defined and linked to relevant corporate, country, sector, and thematic strategies, and core business processes.
• Clear purpose for programs and activities
G A R G A R G A RG A R
Contribution to Country Development Outcomes (DMC Client Perspective)
• Strategic focus in operations• CPS• By particular subsector and
subtheme
• Contributions to country outcomes against stated objectives
• By particular subsector and subtheme satisfaction of DMC clients
• Harmonization
G A R G A R G A R
Effectiveness of Projects (Beneficiary Perspective)
• Operational quality• Partnership• By particular key activity area of
sector and theme • Mainstreaming
• Successful attainment of objectives through tangible "value" and "impact" stories
• Jointly funded projects• By particular key activity area of sector and theme • Participation of NGOs and civil society
organizations• Satisfaction of project beneficiaries
G A RG A RG A R
G A R
Organizational Effectiveness (Management Perspective)
• Human resources• Budget adequacy• Business processes and practices• Portfolio performance• Finance mobilization
• Adequate skills mix• Adequate and well-tracked resources for innovation • Quality of support and administrative services• Adequacy of operational tools
G A RG A RG A R G A RG A R
Learning and Growth (Staff Perspective)
• Knowledge management• Professional development• Technology
• Views of staff on knowledge products and services as responsive, state-of-the-art, and future-oriented
• Integration of knowledge products and services into staff and client (team) learning activities
• Ready access of staff to up-to-date sector and thematic knowledge enabling them to do their jobs
• Lessons learned and good practices captured and shared to ADB and clients
• Applies appropriate technology
G A RG A R G A R
G Green: “On track” (More than 50% of the indicators in the group have shown improvements over baselines or previous periods)
A Amber: “Potential regression” (Results are mixed: equal number of indicators improving or beginning to stagnate or regress)
R Red: “Stagnated or regressed” (More than half of indicators in the group stagnating or regressing over 2 or more years)CPS = country partnership strategy, DMC = developing member country, MDG = millennium development goal, NGO = nongovernment organization
15 Scorecard categories and content are flexible and must be adapted (and specified) to each sector or theme.
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Annex III: Summary of Community of Practice Performance16
Criteria Indicator (Illustrative) Evidence (Illustrative) ScoreRelevance and Focus • Programs and activities help strengthen
ADB's work in sector and theme advancing corporate and country priorities.
• CoP participants are committed to improvement.
• CoP strategic objectives, including client and audience, well defined and linked to relevant corporate, country, sector, and thematic strategies, and core business processes
• Clear purpose for programs and activities • Level of participation is strong across
activities.
G A R
G A R
Quality and Timeliness of Knowledge Products and Services
• Aggregated knowledge is tailored and timed to needs, and are clearly presented, technically sound, and state-of-the-art.
• CoP has realistic timetable for delivery.
• Demand for knowledge products and services
• Staff, CoP member, client, and expert reviews and surveys
• ADB/CoP content management processes• Staff view knowledge products and services
as responsive and future-oriented
G A R
G A R
Access to Practical Knowledge and Reach in ADB
• CoP members demonstrate trust, respect, mutual support.
• CoP is widely inclusive across departments and seniority.
• CoP members have ready access to up-to-date knowledge to do their jobs.
• Dissemination tracking, usability testing, usage monitoring of published and online knowledge, and information and knowledge services
• Staff, CoP member, client, and expert participation in knowledge sharing events and feedback
• CoP application of appropriate technology to support activities and communicate
G A R
G A R
G A R
Utility • Shared knowledge are adopted and applied in policies, strategies, partnerships, programs, and projects.
• Lessons learned and good practices are captured and shared to ADB and clients.
• CoP knowledge products and services are part of staff work plans and performance reviews, and supported by management.
• Knowledge management strategy articulated in sector and thematic strategies and sector road maps in country partnership strategies (CPS)
• Knowledge products and services built into staff and client (team) learning activities
• Staff, CoP member, client, and expert surveys and activity self-assessments
• Self- and independent assessments of knowledge-sharing process in CPSs, and lending and nonlending services
• CoP members actively seeking and giving support
G A R
G A R
G A R
Likely Impact • ADB and client knowledge bases and capacities are enhanced.
• Improvements are targeted in ADB development results.
• Staff development is enhanced with greater work engagement.
• Ongoing knowledge assessments• Successful attainment of objectives is
demonstrated through tangible "value" and "impact" stories
• Sector and thematic reports demonstrate improved outcomes against stated objectives
G A R
G A R
G A R
Cost Effectiveness • Programs and activities are carried out without the right amount of resources to achieve objectives.
• Tracking and benchmarking costs of activities
• Resources are adequate for innovation
G A R
G Green: “On track” (More than 50% of the indicators in the group have shown improvements over baselines or previous periods).
A Amber: “Potential regression” (Results are mixed: equal number of indicators improving or beginning to stagnate or regress).
R Red: “Stagnated or regressed” (More than half of indicators in the group stagnating or regressing over 2 or more years).
16 Scorecard categories and content are flexible and must be adapted (and specified) to each sector/theme.
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Annex IV: Empowering Communities of Practice to Generate and Share KnowledgeThe communities of practice (CoPs) hosted by ADB encompass both formal sector and thematic committees and what were previously called “informal networks.” Any staff can join as a member of one or more CoPs. Each CoP is proposed to have a community convenor, chosen by CoP members, normally an expert in the concerned sector and theme, and active in managing funds designated for the CoP, sharing articles and newsletters, driving informal dialogues with other staff to share information, leading annual reporting (including preparation of annual two-pagers for broad circulation specifying the domain, community, and function and achievements of the CoP, as well as its plans for the future, e.g., finance, clients, internal processes, and innovation and learning, and external knowledge partnerships), and updating websites, among other things. The community convenor need not be the sector and thematic committee chairs or co-chairs. The duration of any CoP depends on continuing interest from CoP members (but also demand from staff); thus, some may serve their purpose over the span of only a couple years and then choose to disband. He or she would confer with the relevant sector and thematic committee and be responsible to the CoP.
The committees reside within CoP’s (where corresponding CoPs exist), each having at least five to eight members holding at least level 5 positions. Committee chairs and co-chairs would be appointed by VP-KM&SD. Chairs and co-chairs would appoint members of their respective committees while keeping DG, RSDD and VP-KM&SD (through RSDD-KM) informed. The committee chairs or co-chairs have no formal authority over the CoP at-large but function as members of the CoP.
ADB’s sector and thematic committees would continue to be tapped as advisors on policies and strategies for sectors and themes. They would (i) provide advice on formulation of sector and thematic policies and strategies; (ii) propose actions to address implementation issues associated with sector and thematic policies and strategies, for instance, through the annual and triennial reports prepared by the lead/principal specialist; (iii) represent the
interests of their respective sector and thematic areas at management level at annual meetings with VP-KM&SD; and (iv) act as advocates of CoP operations and achievements. While CoPs are formed at the initiative of staff, Strategy 2020, or ADB’s current and changing priorities would drive the formation of committees as they are accountable to VP-KM&SD through DG, RSDD.
CoPs can play a critical role in generating and sharing knowledge that enriches ADB’s operations. Complementing sector and thematic committees, the typical CoP member may have more current and direct field experience to draw from than those at the director level and above. Their practical knowledge may be tapped as sources of information during preparation of country partnership strategies (CPS), project/program design, policy review, operational guidance, or as members of a workgroup or task force on crosscutting issues, e.g., members of energy and transport CoPs collaborating in the area of clean energy. To take advantage of their potential to strengthen ADB, new CoPs would be encouraged and supported as much as possible across diverse areas, not limited to ADB’s priority sectors and themes.17
17 A CoP can be formed simply by sending an electronic mail to RSDD-KM indicating the title of the CoP, the name of the community convenor, and initial group members.
知
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The CoPs hosted by ADB would also help drive individual and collective learning and development to improve performance at both levels by providing an environment for continuous learning, solving common problems, pursuing joint solutions, and facilitating decision making. This environment includes activities to (i) produce and disseminate knowledge, information, and best practices; (ii) facilitate access to community resources, including the latest trends, developments, and innovations related to their areas of expertise; (iii) provide diverse avenues for interaction, dialogue, and collaboration between and among CoP members; and (iv) provide informal learning opportunities to help build the capacity and strengthen the skills of CoP members. The community convenor would be accountable to the members of a CoP and to ADB or external donors when a CoP receives grant, technical assistance, or project funds.
Knowledge Generation and
Sharing
One-on-OneInteractions
Knowledge Generation and
Sharing
OnlineVirtual
Interactions
BrownbagSeminars
RegularCoP
Meetings
ExternalKnowledge
Partnerships
Communities of Practice
Members
CommunityConvenorsSector and Thematic
Committees
Annual and Triennial Reports
Strategy and Policy Work
Taskforces andWorking Groups
PeerReviews
Figure 1. Communities of Practice for Quality, Knowledge, and Innovation
Figure 2. Communities of Practice for Knowledge Generation and Sharing
Source: Author
Source: Author
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From experience to date, a strength of CoPs is likely to be the hosting of learning events, e.g., brown bags, talks, presentations, etc., in collaboration with other CoPs, regional departments, knowledge departments, and relevant offices and departments. To ensure the relevance of topics and a high quality of content in learning events, CoPs would be consulted on events organized by offices and departments. All events would support interactive learning toward identified learning outcomes. This means that events would not only entail more than the delivery of a talk or presentation but would also involve specific learning processes that allow discussion on the relevance and applicability of the topic to staff work, issues, and concerns. If necessary, support to apply learning through follow-up activities would be made available. Good collaboration between CoPs and relevant departments would translate key learning into high-quality knowledge products and services that support Strategy 2020.
BPMSD and other departments would continue to support training. CoPs would work with the Staff Development and Benefits Division (BPDB) to develop specific learning and development programs, engage speakers, and address opportunities related to staff’s professional development. CoPs and relevant departments would collaborate to translate learning into knowledge products and services.
Knowledge Products and Services
ExternalKnowledge
Partnerships
BPDBLearning and
Development Program
CoPKnowledge Generationand Sharing
ADB Officesand
Departments
Individual and Collective Learning
Further ReadingADB. 2008. Building Communities of Practice. Manila. Available: www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdf―――. 2009a. Monthly Progress Notes. Manila. Available: www.adb.org/documents/information/knowledge-solutions/monthly-progress-notes.pdf―――. 2009b. Building Networks of Practice. Manila. Available: www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdf―――. 2009c. Enhancing Knowledge Management Strategies. Manila. Available: www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdf
Figure 3. Communities of Practice for Individual and Collective Learning
Source: Author
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For further information Contact Olivier Serrat, Head of the Knowledge Management Center, Regional and Sustainable Development Department, Asian Development Bank ([email protected]).
Asian Development Bank
ADB’s vision is an Asia and Pacific region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their people. Despite the region’s many successes, it remains home to two thirds of the world’s poor: 1.8 billion people who live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclusive economic growth, environmentally sustainable growth, and regional integration. Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.
Knowledge Solutions are handy, quick reference guides to tools, methods, and approaches that propel development forward and enhance its effects. They are offered as resources to ADB staff. They may also appeal to the development community and people having interest in knowledge and learning.
The views expressed in this publication are those of the author(s) and do not necessarily reflect the views and policies of the Asian Development Bank (ADB) or its Board of Governors or the governments they represent. ADB encourages printing or copying information exclusively for personal and noncommercial use with proper acknowledgment of ADB. Users are restricted from reselling, redistributing, or creating derivative works for commercial purposes without the express, written consent of ADB.
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